Team Happiness

Steps you can take to retain employees. How to create purpose. Are you enabling growth of high potential employees? How to cultivate standout culture in remote environment.

How leaders can talk to team members and increase retention. Use this simple and most important conversation to get your people to stay.

How leaders can show quiet hard working team members that they are valued. Provide specifics to highlight hidden accomplishments. Boost morale and retention.

What do you do when there is a shocking and alarming event that is impacting your team? Hold an impromptu conversation just to talk and give people a space to share how they feel.

As a people leader, recognizing this trend will help you and your team get through this week (and beyond). Here are three quick tricks you can use to contribute to the wellbeing of your team, no matter how the week goes.

The next time you want to give someone feedback, or deepen the conversation in a one-on-one, resist the temptation. Bring up a problem that doesn’t have a solution, or that has an obvious one that might not be the right one.

To say your team lives in a state of change is far too mild. What they deal with is change at a staggering level of depth and pace: a never-ending string of needs, wants, and fears that almost always come from other people, but that they have to deal with. And they have to do it fast and with limited resources.

Here are three questions to ask the next time you want to say you’re sorry that will turn a polite apology into a profound one: What specific action did you take or not take that created more work, frustration or anxiety for this person?

It’s a great feeling when you see someone’s strengths come out in the middle of a crisis. You see them find a way to tune out the distractions, to move the necessary forward, and reprioritize without a lot of noise.

Your employees are not going to tell you the truth. You can wish they would. You can want them to. You can tell them each and every day how much you value their opinion and welcome their feedback.

Instead of thinking about your brand promise as a public-facing statement, think of it as an ongoing conversation. It’s a conversation that’s between you and your team, and between them and their work.

It’s the key to changing your style from problem solver to cultural leader. Your team will really appreciate it. And if you’ve got a boss, they’ll be thrilled.

You could say your most important job as a team leader is to do everything in your power to make it safe for them, and to support them in articulating what they see in a way they don’t know to do yet.

You accept that big change comes in small increments. You talk about the real stuff.

With all of the talk about managers needing to give more feedback, it’s worth asking the question: Is the problem a lack of feedback regarding these things, or is it something else?

It’s easy to over-complicate the process of transforming a company culture. Underneath, the story is often far simpler and more personal.